The normative decision theory helps leaders decide how much employee participation should be used when making decisions.

Larry Tobin is now president of Fairwinds Credit Union in Florida. After Mr. Tobin assumed the presidency at Fairwinds, he made several personnel changes. Which of the following seems most important to Tobin?

In the path-goal theory of leadership, subordinate satisfaction and subordinate performance would be examples of ____.

Transformational leaders that pay special attention to followers' individual needs by creating learning opportunities, accepting and tolerating individual differences, encouraging two-way communication, and practice being a good listener describes the component of transformational leadership known as ____?

____ is leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting.

According to the path-goal theory of leadership, ____ means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort.

Ford Motor Company has always attracted and nurtured capable managers, but it has failed to do the same for leaders. Ford is embarking on a sweeping attempt to mass-manufacture leaders. It wants to build an army of "warrior-entrepreneurs." Ford's "warrior-entrepreneurs" will be expected to ____.

The primary difference between leaders and managers is that leaders are concerned with doing the right thing, while managers are concerned with doing things right.

Under the leadership of Michael Eisner, The Walt Disney Company developed an "executive-centric, Eisner-centric culture"—whatever Eisner wanted to happen, he made happen. In terms of the path-goal theory, Eisner used a(n) ____ leadership style to improve Disney's profitability.

____ refers to the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers.

Malcolm Thompson was brought in as the CEO of Novalux, a company involved in laser research, to save the company's promise of innovation. It's what he loves: turning ideas into companies, then shaping those businesses to meet evolving challenges. "You're never done," he says. "It always looks like you're near the finish line, but there are always new opportunities along the road—and new obstacles you'd never thought of. That's part of the exploration—constantly looking at the next problem and the next solution." Apparently, Thompson is an example of a(n) ____.

The three major situational leadership theories all assume that the effectiveness of any leadership style (the way a leader generally behaves toward followers) depends on the situation.

Oftentimes when an individual is running for a local political office, he or she makes lots of promises. When the individual wins the election and assumes office, he or she is often unable to carry through on political promises, an inability which leads to a perceived problem with ____.

Over the past decade, professional baseball has evolved into an increasingly dysfunctional, sharply divided game of big-time haves and small-time have-nots. A few big market teams like the New York Yankees and the Los Angeles Dodgers leverage huge television contracts to acquire top talent at top salaries. Clubs in smaller cities with meager budgets make do with what's left. This trend has not proven true for the Oakland Athletics. From 2000 to 2006, the A's finished first in their division 5 times and second 2 times, all the while spending about one-third of the money as the Yankees on player payroll. The team's success as a small-market team is credited to its general manager Billy Beane. Billy Beane is a man who knows how to do more with less. He relentlessly exploits market mismatches by mining data his rivals ignore and by scooping up assets that others have undervalued, an approach made famous in Michael Lewis' Moneyball. He realizes that every player must be evaluated according to his long-term economic impact on the team. People who work with Beane describe him as "monomaniacal, ardent, and controlling."

Refer to Oakland Athletics. By describing Beane as ardent and controlling, his co-workers are using ____ to define its leader.